The roles of economy as we know them now are slowly shifting. Ultimately the power of being co-creator (formerly known as the "customer") will have much lager effect than most of us are willing to anticipate now.

Rethinking Thought takes readers into the minds of 30 creative thinkers to show how greatly the experience of thought can vary. It is dedicated to anyone who has ever been told, "You're not thinking!", because his or her way of thinking differs so much from a spouse's, employer's, or teacher's. The book focuses on individual experiences with visual mental images and verbal language that are used in planning, problem-solving, reflecting, remembering, and forging new ideas. It approaches the question of what thinking is by analyzing variations in the way thinking feels.

Written by neuroscientist-turned-literary scholar Laura Otis, Rethinking Thought juxtaposes creative thinkers' insights with recent neuroscientific discoveries about visual mental imagery, verbal language, and thought. Presenting the results of new, interview-based research, it offers verbal portraits of novelist Salman Rushdie, engineer Temple Grandin, American Poet Laureate Natasha Trethewey, and Nobel prize-winning biologist Elizabeth Blackburn. It also depicts the unique mental worlds of two award-winning painters, a flamenco dancer, a game designer, a cartoonist, a lawyer-novelist, a theoretical physicist, and a creator of multi-agent software. Treating scientists and artists with equal respect, it creates a dialogue in which neuroscientific findings and the introspections of creative thinkers engage each other as equal partners.

The computer science research community has became increasingly interested in the study of social media due to their pervasiveness in the everyday life of millions of individuals. Methodological questions and technical challenges abound as more and more data from social platforms become available for analysis. This data deluge not only yields the unprecedented opportunity to unravel questions about online individuals' behavior at scale, but also allows to explore the potential perils that the massive adoption of social media brings to our society. These communication channels provide plenty of incentives (both economical and social) and opportunities for abuse. As social media activity became increasingly intertwined with the events in the offline world, individuals and organizations have found ways to exploit these platforms to spread misinformation, to attack and smear others, or to deceive and manipulate. During crises, social media have been effectively used for emergency response, but fear-mongering actions have also triggered mass hysteria and panic. Criminal gangs and terrorist organizations like ISIS adopt social media for propaganda and recruitment. Synthetic activity and social bots have been used to coordinate orchestrated astroturf campaigns, to manipulate political elections and the stock market. The lack of effective content verification systems on many of these platforms, including Twitter and Facebook, rises concerns when younger users become exposed to cyber-bulling, harassment, or hate speech, inducing risks like depression and suicide. This article illustrates some of the recent advances facing these issues and discusses what it remains to be done, including the challenges to address in the future to make social media a more useful and accessible, safer and healthier environment for all users.

“Using the Value Proposition Canvas can help you design products and services that customers really want by helping you focus on what matters most to them. You won’t find success with the tool though if you don’t learn how to use it properly. This post highlights five of the most common and most critical mistakes we’ve seen people make when using the Value Proposition Canvas and provides best practices for what you should do instead.”
Via Jeremy Hayes, massimo facchinetti

“ I have been a recruitment agency client for a long time, a headhunter for a short time and, of course, a candidate. All of them dispiriting experiences. Shoddy shortlists to get the next invoice out, minimum candidate evaluation and care, and pushy recruiters focused on sales not service with scant idea of what the role is about.Recently I heard that a young white male of my acquaintance has become a ‘head-hunter’ straight from University, following an unpaid internship that his wealthy parents”
Via David Green

“How far can the peer-to-peer revolution be pushed? It’s time we start to speculate, because history is moving fast. We need to dislodge from our minds our embedded sense of what’s possible.”
Via jean lievens

“Organizations have been trying to reduce their labor costs for decades, but something feels very different about the new Digital reality in which we operate.”
Via Marylene Delbourg-Delphis, Peter Thompson

“Some of you trigger happy Tweeters out there might have noticed a fair few changes to your social media platform of choice.Native video sharing and editing, personalized timeline highlights, improved Twitter DM, instant timelines, and a repositioned posting bar have all been released over the last two weeks – all of which aim to make the microblogging platform easier to use for current users and help new accounts settle in.”
Via Brian Yanish - MarketingHits.com

Which companies are ensuring their place in the future? Definitely not those sticking to conventional models in work organisation or in structuring and running their businesses. As evolution teaches, the ability to adapt to environmental changes, such as the ones we experience in the corporate world, determines who has a better chance of thriving.So, is your company’s DNA set to evolve?
Via Kenneth Mikkelsen

Provides a perspective on the discussion most often engaged in by systems thinkers and perspectives on how difficult we've actually made it over the years. It's no wonder it's not more broadly adopted.

Guest post by Chloe Waretini, co-founder of Purposive Collective and member of Enspiral.

Enspiral’s mission of More People Working on Stuff that Matters, the unique non-hierarchical structure and the digital technologies like Loomio and Cobudget we’ve developed to support this collaborative way of working has received a lot of attention in the past couple of years.

I’ve been part of the network since early 2012 when we were just 50 people. Now, at the start of 2016, the network has grown to include almost 300. None of this growth has been sought by us - it’s just a function of more people being drawn into this bold experiment of how ‘work’ could be a regenerative vehicle for ourselves, society and the planet we live on.

“As much anguish as I have about the state of the world – hunger, social inequality, violence, environmental degradation, and more – I also am continually and repeatedly in awe and excitement about ...”
Via Claude Emond

“[Josh Martin] In this video, David Graeber, Professor of Anthropology at the London School of Economics, is interviewed about the rising idea that people have “pointless jobs” where they do ...”
Via jean lievens

Jeff Bezos has the "two pizza rule," meaning that any team should be able to be fed by just two pizzas; if not, then the team is too large. We are seeing a big shift away from large structured centrally located teams to smaller more globally distributed teams which are held together by technology. As long as team members can access to the internet it doesn't matter where they are located.

I may sound like a broken record when I say this, but the future of work is absolutely about breaking down barriers between teams and geographies. Sales should be speaking with product development, marketing should be speaking with customer service and support and engineering should be speaking solution delivery teams. The traditional model saw only people in the same team or physical location share and collaborate; no more. The organization of the future is a connected organization where information, collaboration and communication happens without boundaries.

There's a reason why large organizations are stereotyped as being slow-moving, bureaucratic, old-fashioned and simply outdated...because many of them are. Larger organizations are at a high risk for being disrupted (just take a look at what's happening with IBM) which means they need to learn how to operate like smaller companies. However, a paradox exists. As organizations grow so does their complexity which results in more sluggishness. However, these same organizations also want more profits which means they have to grow. So, they are stuck with trying to find a way to grow while becoming less complex. I talk about this much more in my book including exploring a few possible scenarios.

“I've been running a workshop all day today, touching on storytelling in learning. I just wanted to capture some of the elements that i covered. We looked at approaches to storytelling and thought a...”
Via Marta Torán, massimo facchinetti

Often relegated to the methods section of genetic research articles, the term “degeneracy” is regularly misunderstood and its theoretical significance widely understated. Degeneracy describes the ability of different structures to be conditionally interchangeable in their contribution to system functions. Frequently mislabeled redundancy, degeneracy refers to structural variation whereas redundancy refers to structural duplication. Sources of degeneracy include, but are not limited to, (1) duplicate structures that differentiate yet remain isofunctional, (2) unrelated isofunctional structures that are dispersed endogenously or exogenously, (3) variable arrangements of interacting structures that achieve the same output through multiple pathways, and (4) parcellation of a structure into subunits that can still variably perform the same initial function. The ability to perform the same function by drawing upon an array of dissimilar structures contributes advantageously to the integrity of a system. Drawing attention to the heterogeneous construction of living systems by highlighting the concept of degeneracy valuably enhances the ways scientists think about self-organization, robustness, and complexity. Labels in science, however, can sometimes be misleading. In scientific nomenclature, the word “degeneracy” has calamitous proximity to the word “degeneration” used by pathologists and the shunned theory of degeneration once promoted by eugenicists. This article disentangles the concept of degeneracy from its close etymological siblings and offers a brief overview of the historical and contemporary understandings of degeneracy in science. Distinguishing the importance of degeneracy will hopefully allow systems theorists to more strategically operationally conceptualize the distributed intersecting networks that comprise complex living systems.

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